賦權領導、安全氣候、知識分享與安全行為之跨層次模式探討

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：81

、訪客IP：18.119.253.184

姓名

楊鎮嘉(Cheng-chia Yang) 查詢紙本館藏

畢業系所

企業管理學系

論文名稱

賦權領導、安全氣候、知識分享與安全行為之跨層次模式探討
(A Multi-Hierarchical Analysis on Empowering Leadership, Safety Climate, Knowledge Sharing and Safety Behavior in the Medical Industry)

相關論文

★ 工作滿足、領導行為、工作特性與人格特質對離職傾向之探討-以超大型會計師事務所審計人員為例	★ 以組織診斷模型診斷企業組織層級架構－以某公司為例
★ 科技產業組織診斷與分析之研究-以Q公司為例	★ 製造業推行六標準差的成功關鍵因素探討
★ 高職辦理輪調式建教班對學校經營績效之評估－以北區私立高職為例	★ 本國商業銀行經營績效之探討-資料包絡分析法之應用
★ 台灣中小企業創業動機與創業績效關係之研究	★ 員工當責與真誠領導之關聯性-以心理賦權與團隊凝聚力為中介變數
★ 以個人與環境適配為關鍵中介探討特定品牌領導對員工品牌權益之影響	★ 道德感讓你買更多綠色產品？從消費者產品知覺價格及品質角度來探討—以綠色程度做調節
★ 線上品牌社群該如何提升與粉絲的價值共創？以線上品牌社群活動與線下實體活動為中介變數探討	★ 農業創新服務模式之商業模式研究-以蜂巢數據科技有限公司為例
★ 燈⽕闌珊處的求職旅程：如何透過⼯作價值觀、雇主吸引⼒、激勵因⼦為求職者點亮路徑	★ 購買意願的幕後功臣：Instagram大小網紅的自我揭露對消費者自我一致性與感知真實的影響
★ 中小企業之組織診斷與分析－以A公司為例	★ 高科技產業人力資源發展與組織績效之研究－以新竹科學園區為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

本研究的目的是驗證在醫療行業的賦權領導對安全行為的影響，同時驗證知識分享和安全氣候的中介作用，我們採取了分層線性模型為研究框架來執行跨層次的分析。研究區分為個人層次與組織層次，個人層次為知識分享與安全行為；組織層次為賦權領導與安全氣候，可以有效且精確評估影響安全行為的變異。研究結果發現賦權領導是安全行為先決條件，特別是當領導者屬於賦權領導者，他們將對員工產生遵守安全步驟和安全要求。此外我們證實知識分享是賦權領導和安全行為之間的重要中介變項。賦權領導者授予員工參與決策的制定，鼓勵團隊成員共同解決問題，團隊成員間共同分享知識，而提升團隊成員知識分享的行為，進而改變員工對安全參與的積極性，增加成員對於安全行為的遵從。同時我們也驗證了安全氣候的中介作用。當領導者採用賦權領導，他們可創造良好的安全氣候，來促進安全行為。

摘要(英)

This study aimed to validate the influence of empowering leadership on safety behavior in the medical industry and examine the mediating effects of knowledge sharing and safety culture. We adopted a hierarchical linear model to perform a cross-hierarchy analysis on the entire research framework. We examined knowledge sharing and safety behavior on the individual level and examined empowering leadership and safety culture on the organizational level. The findings revealed that empowering leadership is a prerequisite of safety behavior, particularly when leaders are empowering leaders. Such leaders formulate and comply with safety procedures and requirements and enhance safety participation. We validated that knowledge sharing is a key mediator between empowering leadership and safety behavior. Empowering leaders empower employees to participate in decision making and encourage them to resolve problems together and share knowledge, thereby enhancing their knowledge sharing behavior, safety participation willingness, and safety compliance. We also validated the mediating effects of safety culture. Leaders influence employees’ safety behavior through safety culture. When leaders adopt empowering leadership, they create favorable safety culture, which promote safety behavior.

關鍵字(中)

★ 賦權領導
★ 安全氣候
★ 安全行為
★ 知識分享
★ 階層線性模型

關鍵字(英)

★ Empowering leadership
★ Safety climate
★ Knowledge sharing
★ Safety behavior
★ Hierarchical linear model

論文目次

中文提要 …………………………………………………………………………………………………………… i
英文提要 …………………………………………………………………………………………………………… ii
誌謝 …………………………………………………………………………………………………………… iii
目錄 …………………………………………………………………………………………………………… iv
表目錄 …………………………………………………………………………………………………………… v
圖目錄 …………………………………………………………………………………………………………… vi
一、緒論 …………………………………………………………………………………………………………… 1
1-1 研究動機…………………………………………………………………………………………………… 2
1-2 研究目的…………………………………………………………………………………………………… 4
二、文獻探討…………………………………………………………………………………………………… 5
2-1 賦權領導…………………………………………………………………………………………………… 5
2-2 安全行為…………………………………………………………………………………………………… 5
2-3 賦權領導與安全行為…………………………………………………………………………… 7
2-4 知識分享…………………………………………………………………………………………………… 9
2-5 賦權領導與知識分享…………………………………………………………………………… 9
2-6 知識分享與安全行為…………………………………………………………………………… 11
2-7 知識分享於賦權領導與安全行為之中介關係…………………………… 12
2-8 安全氣候…………………………………………………………………………………………………… 12
2-9 安全氣候與安全行為…………………………………………………………………………… 13
2-10 賦權領導與安全氣候………………………………………………………………………… 13
2-11 全氣候於賦權領導與安全行為之中介關係…………………………… 15
三、研究方法………………………………………………………………………………………………… 16
3-1 研究架構………………………………………………………………………………………………… 16
3-2 研究對象與抽樣方式………………………………………………………………………… 16
3-3 問卷設計………………………………………………………………………………………………… 17
3-4 變項衡量方式……………………………………………………………………………………… 17
3-4-1 賦權領導…………………………………………………………………………………………… 17
3-4-2 知識分享…………………………………………………………………………………………… 18
3-4-3 安全氣候…………………………………………………………………………………………… 19
3-4-4 安全行為…………………………………………………………………………………………… 20
3-4-5 控制變數…………………………………………………………………………………………… 21
3-5 資料分析方法……………………………………………………………………………………… 22
四、結果…………………………………………………………………………………………………………… 23
4-1 敘述統計分析……………………………………………………………………………………… 23
4-2 相關分析………………………………………………………………………………………………… 24
4-3 信度分析………………………………………………………………………………………………… 25
4-4 建構效度分析……………………………………………………………………………………… 26
4-4-1 收斂效度分析………………………………………………………………………………… 26
4-4-2 區別效度分析………………………………………………………………………………… 27
4-5 共同方法變異……………………………………………………………………………………… 28
4-6 階層式模型分析………………………………………………………………………………… 28
4-6-1 變數之群間與群內變異成份分析………………………………………… 28
4-6-2 虛無模型………………………………………………………………………………………… 29
4-6-3 賦權領導與安全行為之關係………………………………………………… 29
4-6-4 知識分享在賦權領導與病人安全行為之中介關係……… 30
4-6-5 安全氣候在賦權領導與安全行為之中介關係………………… 31
4-7 Sobel Test檢測中介效果…………………………………………………………… 32
五、結論與建議…………………………………………………………………………………………… 33
5-1 研究意涵……………………………………………………………………………………………… 33
5-2 實務意涵……………………………………………………………………………………………… 36
六、研究限制與後續研究建議……………………………………………………………… 38
參考文獻 ………………………………………………………………………………………………………… 39
附錄一階層線性模式結果………………………………………………………………… 51
附錄二問卷內容…………………………………………………………………………………… 52

參考文獻

中文部分
[1].陳榮基（1993）。醫療糾紛對醫療成本之影響。臺北:健康世界雜誌社。
[2].財團法人醫院評鑑暨醫療品質策進會(2014)。台灣病人安通報系統-2014年年報。台北:衛生福利部。
[3].陳順宇(2005)。多變量分析。台北：華泰書局。
[4].彭台光、高月慈、林鉦棽 (2006)。管理研究中的共同方法變異：問題本質、影響、測試和補救。管理學報，23卷第1期，P,77-98。
[5].溫福星（2006）。階層線性模式：原理方法與應用。台北市：雙葉。
英文部分
[1].Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249–269.
[2].Bandura, A. (1977). Social Learning Theory. General Learning Press.
[3].Barling, J., Loughlin, C., Kelloway, E.K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87, 488–496.
[4].Bandura , A. (2001). Social cognitive theory o f mass communication. Media Psychology, 3(3), 265-299.
[5].Bowen, D. E., & Lawler, E. E. (1992). The empowerment of service works: What, why, how, and when. Sloan Management Review, 33(3), 31-39.
[6].Blair, E. (2003). Culture and Leadership: Seven Key Points for Improved Safety Performance. Professional Safety, 48(6), 18-22.
[7].Cabrera, Á., Collins, W. C., & Salgado, J. F.(2006). Determinants of individual engagement in knowledge sharing. The International Journal of Human Resource Management, 17(2), 245–264.
[8].Chang, H.H. and Chuang, S.S.(2011). Social capital and individual motivations on knowledge sharing: Participant involvement as a moderator. Information and Management, 48(1), 9-18.
[9].Christian, M.S., Bradley, J.C., Wallace, J.C., Burke, M.J. (2009). Workplace safety: a meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94, 1103–1127.
[10].Clarke, S. (2013). Safety leadership：A meta-analytic review of transformational and transactional leadership styles as antecedents of safety behaviors. Journal of Occupational and Organizational Psychology, 86, 22-49.
[11].Clarke, S. & Ward, K. (2006). The Role of Leader Influence Tactics and Safety Climate in Engaging Employees′ Safety Participation. Risk Analysis, 26(5), 1175-1185.
[12].Connelly, C. E., & Kelloway, E. K. (2003). Predictors of employees’ perceptions of knowledge sharing cultures. Leadership & Organization Development Journal, 24(5), 294-301.
[13].Cooper, M.D., (2000). Towards A Model of Safety Culture. Safety Science, 36, 2000, 111-136.
[14].Dansereau, F., Graen, G.B., Haga, W.J. (1975). A vertical dyad linkage approach to leadership within formal organizations. Organizational Behavior and Human Performance, 13, 46–78.
[15].Davenport, T. H. & Prusak, L. (1998). Working knowledge: How organizations manage what they know. (Boston, MA: Harvard Business School Press.
[16].Edmondson AC. (2004). Learning from failure in health care: frequent opportunities, pervasive barriers. Quality and Safety in Health Care, 13, 3e9.
[17].Edmondson, A.C. (2002). The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective. Organization Science, 13(2), 128-146.
[18].Firth-Cozens, J. (2001). Cultures for improving patient safety through learning: the role of teamwork. Quality in Health Care, 10(2), ii26–ii31.
[19].Flin, R., Yule, S. (2004). Leadership for safety: industrial experience. Quality and Safety in Health Care, 13 (Suppl. II), 45–51.
[20].Fornell, C., Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18 (1), 39-50, 1981.
[21].Frese, M. (1987). The industrial and organizational psychology of human-computer interaction in the office. In C. L.Cooper & I. T. Robertson (Eds.), International review of industrial and organizational psychology: 117–166.Chichester, UK: Wiley.
[22].Fullan, M. (2002). The Role of Leadership in the Promotion of Knowledge Management in Schools. Teachers & Teaching, 8(3), 409-419.
[23].Gershon R.R., Karkashian C.D., Grosch J.W., Murphy L.R., Escamilla-Cejudo. A., Flanagan P.A., Bernacki E., Kasting C., Martin L. (2000). Hospital safety climate and its relationship with safe work practices and workplace exposure incidents. American Journal of Infection Control, 28(3), 211-221.
[24].Gillen, M., Baltz, D., Gassel, M., Kirsch, L., Vaccaro, D. (2002). Perceived safety climate, job demands, and coworker support among union and non-union injured construction workers. Journal of Safety Research, 33, 33–51.
[25].Goodman, J.C, Villarreal, P, Jones, B. (2011). The Social Cost Of Adverse Medical Events, And What We Can Do About It. Health Affairs,30(4),590-595.
[26].Graen, G.B., Cashman, J.F, (1975). A role making model in formal organizations: a developmental approach. In: Hunt, J.G., Larson, L.L. (Eds.), Leadership Frontiers. Kent State University Press, Kent, OH, pp. 143–165.
[27].Hackman, J. R. & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269-287.
[28].Hair, Jr. R., Anderson, R.E., Tatham, R.L., and Black, W.C.(1998). Multivariate Data Analysis, 5th Edition. Macmillan, New York.
[29].Hendrick, P. (1999).Why Share Knowledge.The Influence of ICT on the Motivation for Knowledge Sharing. Knowledge and Process Managemen, 6(2), 91-100.
[30].House, R. J., & Dessler, G. (1974). The path goal theory of leadership: Some post hoc and priori tests. In J. G. Hunt, & L. Larson (Eds.), Contingency approaches toleadership (pp.46-48). Carbondale: Southern Illinois University Press.
[31].Hoffmeister, K., Gibbons, A.M., Johnson, S.K., Cigularov, K.P., Chen, P.Y., Rosecrance, J.C. (2014). The differential effects of transformational leadership facets on employee safety. Safety Science, 62, 68–78.
[32].Hofmann, D.A. & Stetzer, A. (1996). A cross-level investigation of factors influencing unsafe behaviours and accidents. Personnel Psychology, 49, 307–339.
[33].Hofmann, D.A.& Morgeson, F.P.(1999). Safety related behavior as a social exchange: the role of perceived organizational support and leader–member exchange. Journal of Applied Psychology, 84, 286–296.
[34].Jae-Nam Lee. (2001). The Impact of Knowledge Sharing, Organizational capability and Partnership Quality on IS Outsourcing Success. Information & Management, 38, 323-335.
[35].James, L. R., Demaree, R. G., & Wolf, G.(1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69, 85-98.
[36].James, J.T. (2013).A New, Evidence-based Estimate of Patient Harms Associated with Hospital Care. Journal of Patient Safety, 9(3), 122-128.
[37].Katsva, M., Condrey, S. E. (2005). Motivating Personnel at Russian Nuclear Power Plants: A Case-study of Motivation Theory Application. Public Personnel Management, 34 (4), 343–356.
[38].Kenny, D. A., Kashy, D. A., & Bolger, N. (1998). Data analysis in social psychology. In D. Gilbert, S. T. Fiske, & G. Lindzey (Eds.), The handbook of social psychology (4th ed., Vol. 1, pp. 223–265). New York: McGraw-Hill.
[39].Kelloway, E.K., Mullen, J., Francis, L. (2006). Divergent effects of transformational and passive leadership on employee safety. Journal of Occupational Health Psychology, 11 (1), 76–86.
[40].Kohn L. T., Corrigan, J. M. & Donaldson, M. S. (2000) To Err is Human: Building a Safer Health System. Institute of Medicine Report. Washington, DC: National Academy Press.
[41].Kelly, H. H. & Taibaut J. W. (1978), Interpersonal Relations: A Theory of Interdependence, Wiley, New York.
[42].Lee W.C., Wung, H.Y., Liao, H.H., Lo, C.M., Chang, F.L., Wang, P.C., Fan, A, Chen, H.H., Yang, H.C., Hou, S.M.(2010). Hospital safety culture in Taiwan: a nationwide survey using Chinese version safety attitude questionnaire. BMC Health Services Research, 10,234.
[43].Liao, L. W., & Huang, T.C. (2009). The Relationship between the HPWS and the Performance of the Human Resource Professionals: An Examination of Cross-level Mediating Effects of Organizational Innovation. Journal of Human Resource Management, 19(4), 17-41.
[44].Locke, A. E., Alavi, M., & Wagner, J. (1997). Participation in decision making: An information exchange perspective. In G. R. Ferris (Ed.), Research in Personnel and Human Resource Management, 15. Greenwich, Connecticut: JAI Press, 293-331.
[45].Martínez-Córcoles M., Gracia F. J., Tomás I., Peiró J. M., & Schöbel M. (2013). Empowering team leadership and safety performance in nuclear power plants: A multilevel approach. Safety Science, 51(1), 293-301.
[46].Martínez-Córcoles, M., Schöbel, M., Gracia, F. J., Tomás, I., & Peiró, J. M. (2012). Linking empowering leadership to safety participation in nuclear power plants：A structural equation model. Journal of Safety Research, 43,215-221.
[47].Martínez-Córcoles, M., Gracia, F., Tomás, I., & Peiró, J. M. (2011). Leadership and employees’ safety behaviors in a nuclear power plant: A structural equation model. Safety Science, 49, 1118–1129.
[48].Marks, M. A., Mathieu, J. E. & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356–376.
[49].McFadden, K. L., Henagan, S. C., Gowen III, C. R., (2009).The Patient Safety Chain: Transformational Leadership’s Effect on Patient Safety Culture, Initiatives, and Outcomes. Journal of Operations Management, 27, 390-404.
[50].Meurier C.E., Vincent C.A. & Parmer D.G. (1997). Learning from errors in nursing practice. Journal of Advanced Nursing, 26, 111– 119.
[51].Mearns, K., Flin, R., Fleming, M., Gordon, R. (1997). Human and Organisational Factors in Offshore Safety. Health and Safety Executive Books, Suffolk.
[52].Mearns, K., Whitaker, S., Flin, R., Gordon, R., O’Connor, P. (2000). Factoring the Human into Safety: Translating Research into Practice. Vol. 1 – Benchmarking Human and Organisational Factors in Offshore Safety. Health and Safety Executive Books, Sudbury.
[53].Mearns, K., Whitaker, S., Flin, R. (2003). Safety climate, safety management practice and safety performance in offshore environments. Safety Science, 41(8), 641–680.
[54].Morgeson, F. P., DeRue, D. S., and Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39.
[55].Morrison, E. W. & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403–419.
[56].Mullen, J.E., Kelloway, E.K. (2009). Safety leadership: a longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 82, 253–272.
[57].Naevestad, T.O. (2008). Safety cultural preconditions for organizational learning in high-risk organizations. Journal of Contingencies and Crisis Management, 16 (3), 154–163.
[58].Neal, A., Griffin, M. A. & Hart, P. M., (2000).The Impact of Organizational Climate on Safety Climate and Individual Behavior. Safety Science, 34,99-109.
[59].Neal, A., Griffin, M.A. (2006). A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and groups levels. Journal of Applied Psychology, 91 (4), 946–953.
[60].Nemanich, L.A., Keller, R.T., Vera, D. & Chin,W.W. (2010). Absorptive capacity in R&D project teams: a conceptualization and empirical test. IEEE Transactions on Engineering Management, 57(4), 674-688.
[61].O’Dea, A. & Flin, R. ( 2001). Site Managers and Safety Leadership in the Offshore Oil and Gas Industry. Safety Science, 37(1), 39-57.
[62].Pearce, C, Sims, H. P., Cox, J., Ball, G., Schnell, E., Smith, K., & Trevino L. (2003). Transactors, transformers and beyond: a multi-method development of a theoretical typology of leadership. Joumal of Management Development, 22(4), 273-307.
[63].Reason, J. (1997). Managing the Risks of Organizational Accidents. Ashgate, Manchester.
[64].Reason, J. T. (2000). Human error: Models and management. British Medical Journal, 320, 768–770.
[65].Richardson, A.; Storr, J. (2010).Patient safety: a literative review on the impact of nursing empowerment, leadership and collaboration. International Nursing Review, 57(1), 12-21.
[66].Robertson, P.L., Casali, G.L. and Jacobson, D. (2012). Managing open incremental process innovation: absorptive capacity and distributed learning. Research Policy, 41(5), 822-832.
[67].Robinson, S., Bennett, R. (1995). A typology of deviant workplace behaviors: a multidimensional scaling study. Academy of Management Journal, 38 (2), 555–572.
[68].Rotundo, M. & Sackett, P. R.(2002).The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.
[69].Scarbrough, H. (2003). Knowledge management, HRM and innovation process. International Journal of Manpower, 24, 501–516.
[70].Sexton, J. B., Helmreich, R. L., Neilands, T. B., Rowan, K., Vella, K., Boyden, J., Roberts, P. R., Thomas, E. J. (2006). The Safety Attitudes Questionnaire Psychometric Properties Benchmarking Data and Emerging Research. BMC Health Services Research, 6,44.
[71].Seo, D. (2005). An explicative model of unsafe work behavior. Safety Science. 43, 187–211.
[72].Shannon, H. & Norman, G. (2009). Deriving the factor structure of safety climate scales. Safety Science, 47, 327–329.
[73].Shinar, D., Schechtman, E. & Compton, R. (2001). Self-reports of safe driving behaviors in relationship to sex, age, education and income in the US adult driving population. Accident Analysis & Prevention, 33(1), 111-116.
[74].Siu, O.L., Phillips, D.R., Leung, T.W. (2003). Age differences in safety attitudes and safety performance in Hong Kong construction workers. Journal of Safety Research, 34(2), 199-205.
[75].Singer, S. J., Gaba, D. M., Geppert, J. J., Sinaiko, A. D., Howard, S. K., Park, K. C. (2003). The Culture of Safety: Results of an Organization-wide Survey in 15 California Hospitals. Quality and Safety in Health Care, 12, 112-118.
[76].Siu, O. L. Phillips, D. R. & Leung, T. W. (2004). Safety Climate and Safety Performance among Construction Workers in Hong Kong: The Role of Psychological Strains as Mediators. Accident Analysis and Prevention, 36(3), 359–366.
[77].Simard, M. & Marchand, A. (1997). Workgroups’ propensity to comply with safety rules: the influence of micro–macro organisational factors. Ergonomics, 40, 172–188.
[78].Smith, G., Huang, Y., Ho, M., Chen, P. (2006). The relationships between safety climate and injury rates across industries: the need to adjust for injury hazards. Accident Analysis & Prevention, 38, 556–562.
[79].Soper, D.S. (2013). Sobel Test Calculator for the Significance of Mediation [Software]. Available from http://www.danielsoper.com/statcalc
[80].Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13, 290-312.
[81].Srivastava, A., Bartol, K. M. & Locke, E. A. (2006). Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, and Performance. Academy of Management Journal, 49(6), 1239-1251.
[82].Stricoff, R. S. (2000). Safety Performance Measurement: Identifying Prospective Indicators with High Validity. Professional Safety, 45(1), 36-39.
[83].Sveiby, K. E. (1997).The new organizational wealth: Managing and measuring knowledge based assets. San Francisco, CA: Bervett Koehler.
[84].Van Den Bos J, Rustagi K, Gray T, Halford M, Ziemkiewicz E, Shreve J. ( 2011). The $17.1Billion Problem: The Annual Cost of Measurable Medical Errors. Health Affairs, 30(4), 596-603.
[85].Vincent, C. A. (1997). Risk, safety and the dark side of quality. British Medical Journal, 314, 17756.
[86].Williamson, A.M. & Feyer, A.M. (1990). Behavioral epidemiology as a tool for accident research. Journal of Occupational Accidents. 12, 207–222.
[87].Wu, T. C., Chen, C. H., Li. C. C. (2008). A Correlation Among Safety Leadership, Safety Climate and Safety Performance, Journal of Loss Prevention in the Process Industries. 21, 307–318.
[88].Xue, Y., Bradley, J., & Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management. 15(2), 299-312.
[89].Yang, C.C., Wang, Y.S., Chang, S.T., Guo, S.E. & Huang, M.F., (2009). A study on the leadership behavior, safety culture, and safety performance of the healthcare industry. World Academy of Science Engineering and Technology, 53, 1148–1155, 2009.
[90].Yule, S., Flin, R., & Murdy, A. (2007). The role of management and safety climate in preventing risk-taking at work. International Journal of Risk Assessment and Management. 7 (2), 127–151.
[91].Zárraga, C. & Bonache, J. (2003). Assessing the Team Environment for Knowledge Sharing: An Empirical Analysis. International Journal of Human Resource Management. 14(7), 1227-1245.
[92].Zohar, D. (2002).The Effects of Leadership Dimensions, Safety Climate, and Assigned Priorities on Minor Injuries in Work Groups. Journal of Organizational Behavior. 23(1), 75-92.
[93].Zohar, D. (2000). A group-level model of safety climate: testing the effect of group climate on microaccidents in manufacturing jobs. Journal of Applied Psychology. 85(4), 587–596.
[94].Zohar, D. & Luria, G. (2005). A multilevel model of safety climate: cross-level relationships between organization and group-level climates. Journal of Applied Psychology, 90 (4), 616–628.
[95].Zohar, D. (2008). Safety climate and beyond: a multi-level multi-climate framework. Safety Science, 46, 376–387.
[96].Zohar, D. (1980). Climate in Industrial Organizations: Theoretical and Applied Implications, Journal of Applied Psychology, 65(1), 96-102, 1980.
[97].Zhao, B. & Olivera, F. (2006). Error reporting in organization. Academy of Management Review, 31(4), 1012–1030.

指導教授

李憶萱(Yi-Hsuan Lee)

審核日期

2017-7-3

推文